Pros
The business model is strong, resilient, and clearly works. The company has found a sustainable way to generate demand and maintain relevance, even in less favorable market conditions. Sales consistently delivers results, drives revenue, and appears to understand the market far better than other parts of the organization.
Cons
The biggest downside is Tech leadership. The business is solid, but the Tech organization feels amateurish, political, and inflated by its own self-importance. Leadership seems more interested in looking visionary than doing the basic work of building a clear, transparent, well-run organization. There is an obvious inner circle, mostly made up of people with previous ties to Tech C-level leadership. Being close to that group matters. Decision-making is messy and opaque. Priorities change constantly, everything is suddenly urgent, and nobody seems able to explain where decisions come from or why they changed. What is presented as strategy often feels like improvised opinions with executive sponsorship. The C-level leadership style in Tech feels Steve Jobs inspired, but without the product genius: high conviction, low self-awareness, little tolerance for challenge, and a habit of prescribing solutions from the top. Open discussion is not encouraged; alignment is. Accountability is also selective. Teams are expected to own mistakes, but leadership rarely models the same behavior. That makes learning difficult and trust even harder. The result is a slow, siloed, bureaucratic Tech organization where politics and proximity often matter more than impact. It may suit people who like hierarchy, top-down decisions, and corporate theater. It is much harder to recommend for people who value transparency, collaboration, and actual innovation.